It was
almost never
the number.
For ten years, CEOs hired me to fix revenue. I went inside more than two hundred companies to do it. Almost every time, the pipeline was the symptom. The disease was a decision somebody had been avoiding for two years.
I got dangerously good at one thing. Getting a CEO to make the call that feels impossible.
Nigel Green
Operator
Two premium exits
Seen from the inside
200+ companies
Books
Two, one an Amazon number one
Based
Jacksonville Beach, Florida
Where this came from
I did not start as a facilitator. I started as an operator.
Twenty years building and running companies. Two of them sold. Professional Hospital Supply to Medline. Foundations Recovery Network to UHS.
Both of those outcomes trace back to a small number of structural calls. None of them got made in a conference room. I made them on the water, because the water was the only place my own noise came off.
That was not a technique. It was just where I went. It took me years to notice it was the reason.
Nigel Green. The instrument, before it was the offer.
What two hundred companies taught me
I have been hired two hundred times to fix
the number. It was almost never the number.
Sometimes the segment was wrong. Sometimes the product line the founder loved was quietly funding nothing. Sometimes the leader he hired himself could not do the job, and everyone in the building knew it except him.
The pipeline was the symptom every time. Naming the disease was the work.
So two hundred is not a sales credential. It is two hundred diagnostic reps. It is the reason I can sit down with a CEO and name the decision he has not said out loud, inside twenty minutes, with no preparation.
What it cost to learn
I have killed product lines I built. I have restructured teams I hired. I have been wrong in public, with money and people on the line, and paid for it.
That part matters more than the wins. Advice is cheap because the person giving it does not carry the consequence. I have carried it, and it is why I will not hand you a recommendation and walk out of the room.
The two things I run
Nigel Green Consulting
The executive revenue advisory practice. Revenue, sales leadership, org design. If the problem is that you need a plan and a team that can run it, that is the room.
Sea Suite
The decision environment. Two days in Jacksonville Beach for a founder or an investor carrying a structural decision. If you have the plan, the data and the board input, and you still have not moved, that is this room.
Same operator. Same twenty years. Different problem.
On the record
Books
Revenue Harvest, and How to Hire Elite Salespeople, an Amazon number one.
Recognition
Named a Top Consultant by Selling Power in 2022, 2024 and 2026.
Press
Inc., Forbes, Business Insider, Entrepreneur.
Coaching
Seven CEOs to financial exits in the last three years.
What I am not
- Not a facilitator. I do not run your offsite.
- Not neutral. If I think you are about to make the wrong call, you hear it that day.
- Not a coach in the way most people mean it. I am not going to help you feel better about a decision you have not made.
And I do not take every client. If it is not a fit I say so on the first call, which is cheaper for both of us than finding out in month three.
Somewhere off the First Coast. Two people on the boat. One of them has to decide.
The next step
A confidential exploratory conversation.
Thirty minutes on the decision you are actually carrying. You describe what you have been circling. I tell you what I think it really is.
Everything said stays between the two people on the call.
Receipts, not a bio
The decisions I made,
and what each one took.
Dirtbag Decisions is the long version of this page. The structural calls I made across two exits, where I was standing when I finally made them, and the ones I got wrong.
No email required. Forward it to whoever needs it.